Observing Leadership Style Analysis
Observing Leadership Style & Task Process Behaviors
As the meeting of choice, our monthly assembly for the side project between friends began fairly casually. The meeting starts with opening comments initiated by the leader. The approach here is free reign or laissez faire. While it does impose ideas or functions, it allows the other members of the team to be openly expressive and creative. Once the opening phase is complete and the ideas have been thoroughly stirred around, the leader then takes back authority and begins the structure and form of the meeting, giving the tasks ahead, and some recommended approaches we can take. This is known as the participative approach. This style involves the leader including one or more employees
in the decision making process (determining what to do and how to do it). The leader takes the initiator and gatekeeper behavior; I take the Informer and the clarifier behavior, and the third member assumes the behaviors of the encourager and the harmonizer. The leader, with these behaviors, proposes, suggests, and defines ideas and tasks. I on the other hand propose, suggest, and define ideas and tasks, while interpreting, and clarifying the ideas of others. The third member, during this activity, is warm, responsive, and shows acceptance of these ideas and propositions while inserting his own material. A plus to this member is the ability to reduce tension and reconcile disagreements by adjusting conflicting ideas to be somewhat compatible with each other.
The result of the efforts and approaches involved to make the meeting last comes to an end and the surviving ideas and strategy is on the table. The effectiveness of the group reaches near maximum potential with the early age of the group in the norming process. This particular meeting produced a fairly solid plan for teamwork and a boundary for the tasks and actions assigned to the group. As a whole, the group feels informed, included, and roles are re-established effectively. In summary, the efficiency and chemical makeup of the group created a stable atmosphere in which the members could communicate freely and with leadership to guide them in the right direction. Although no well defined actions were to take place in the near future, the groundwork had been laid out and the meeting was in fact an effective concourse of communication and information.
As the meeting of choice, our monthly assembly for the side project between friends began fairly casually. The meeting starts with opening comments initiated by the leader. The approach here is free reign or laissez faire. While it does impose ideas or functions, it allows the other members of the team to be openly expressive and creative. Once the opening phase is complete and the ideas have been thoroughly stirred around, the leader then takes back authority and begins the structure and form of the meeting, giving the tasks ahead, and some recommended approaches we can take. This is known as the participative approach. This style involves the leader including one or more employees
in the decision making process (determining what to do and how to do it). The leader takes the initiator and gatekeeper behavior; I take the Informer and the clarifier behavior, and the third member assumes the behaviors of the encourager and the harmonizer. The leader, with these behaviors, proposes, suggests, and defines ideas and tasks. I on the other hand propose, suggest, and define ideas and tasks, while interpreting, and clarifying the ideas of others. The third member, during this activity, is warm, responsive, and shows acceptance of these ideas and propositions while inserting his own material. A plus to this member is the ability to reduce tension and reconcile disagreements by adjusting conflicting ideas to be somewhat compatible with each other.
The result of the efforts and approaches involved to make the meeting last comes to an end and the surviving ideas and strategy is on the table. The effectiveness of the group reaches near maximum potential with the early age of the group in the norming process. This particular meeting produced a fairly solid plan for teamwork and a boundary for the tasks and actions assigned to the group. As a whole, the group feels informed, included, and roles are re-established effectively. In summary, the efficiency and chemical makeup of the group created a stable atmosphere in which the members could communicate freely and with leadership to guide them in the right direction. Although no well defined actions were to take place in the near future, the groundwork had been laid out and the meeting was in fact an effective concourse of communication and information.